Transcript
Selection and Recruitment
Objectives
By the end of this session you will be able to:• Explain the difference between recruitment
and selection• Explain the process of recruitment• Explain the consequences of not following
procedure
Equality
Sourcing
Interviewing
Decision
JDR Process
Sourcing
Person/Organisational Fit
Definition-Recruitment
• Recruitment refers to the process of attracting, screening, and selecting qualified people for a job
Selection
• Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s).
Summary
• Two functions are closely connected, each requires a separate range of skills and expertise, and may in practice be fulfilled by different staff members.
Recruitment generates optimum number of job seekers
Selection inherently negative as involves rejection of applicants
Your organization is effectively a supplier.
Employees are customers.
The product
Person/Organisational Fit
Triggers
• Person leaving for new pastures• Promotion within group• New job created –due to new process• Increased headcount –expansion
Vacancy to fill -options
• Re hire as before?• Part time role ?• Job Share ?• Flexi time basis?• Automated ?
Person– job fit or person–organisation fit?
Person-job fit ?
knowledge knowledge
skills skills
attitude attitude
Person-job-fit
Person Organisation fit• Approach• Style• Culture• Speed of
change• Ways of
working
Oversell put off quality candidates
Specifying job and person requirements
Job Analysis
• Observation of job• Discussion with job holder or supervisor• Writing a complete checklist
Job Descriptions
• Review staff performance in appraisals• Assess training needs when someone new
starts
Equality
ExerciseJob Age range Gender Politics Hobbies Car
Social worker 27–43 Either Liberal or Green, left-wing
Camping cycling rambling Old Volvo or Saab
Supermarket checkout operative
Building labourer
Accountant
Senior civil servant/government official
Personal secretary to managing director
Police inspector
Salesperson
Fundraiser for a charity
Equal Opportunities
• Equality Act 2010• Replaced Sex discrimination, Race relations
and Disability discrimination acts
Protected Characteristics
• Age• Disability• Gender reassignment• Marriage and civil partnership• Religion• Race• Sex and sexual orientation
Direct Discrimination
• When a person is treated less well, in comparison with someone else, because of his or her racial or ethnic origin, religion or belief, disability, age or sexual orientation.
Indirect discrimination
• When an apparently neutral specification, criteria or practice would disadvantage people on the grounds of racial or ethnic origin, religion or belief, disability, age or sexual orientation unless the practice can be objectively justified by a legitimate aim.
All things medical
• Equality Act 2010 makes it unlawful to ask candidates to complete a medical questionnaire before being offered a job.
• Any particular physical or medical requirement should be made clear in the job advert and job description
Dealing with applicants
• Applications treated confidentially• Only circulated to relevant people• Applicants responses should be acknowledged
Sourcing
Internal-shopping within the business • Career progression• Transfer (wrong job/right job)
JDR job board
Sourcing your recruits
Virtual World75% of companies using corporate website for recruitment
Little evidence internet produces better applicants but certainly more
Preferred search method for prospective employees-89% of graduates using online medium
Virtual benefits?
• Employers ?
• Employees
• Negatives?
Advertisements
• Requirements of job• Necessary/desirable criteria for applicants• Job location• Reward package• Job tenure (contract length)• Details of how to apply
Shortlisting
• Upto 6• Time• Quality
Interviewing
Assessment centre
Selection Interview
The aim of the selection interview is to determine whether the candidate is interested in the job and competent to do it. A selection interview also has the following functions:
• to explain the work of the organisation, the job and any features such as induction and probation
• to set expectations on both sides, including a realistic discussion of any potential difficulties (if appropriate)
• to enable the candidate to assess whether they want the job being offered
What does the interviewer need?
• Job description, person specification• Individual application forms, CVs, etc.• Details of terms and conditions of
employment: hours of work, fringe benefits, perks, etc.
• Information on general prospects, training, induction etc. within the organisation
What does the candidate need?
• Details of venue; to be met on arrival• Access to facilities: toilets, any special needs
for candidates with disabilities• Comfortable waiting area
Requirements of a good interview
• A structured interview plan enabling the interviewer(s) to assess what they are looking for in the candidate and whether the person:– could do the job (assessment against the person
specification)– would do the job (judgements of motivation and
commitment)– would fit (elements of person-organisation fit)
• A clear idea of the areas of questioning for each candidate to check that they fulfil the criteria
• Agreement on the roles of those involved in the interview if there is a panel: who will chair and how questions will be divided among the panel members in an organised way
• A disciplined approach to timing: enough time for each candidate and not too many candidates per day
Requirements of location
• Suitable room and layout: consider whether formal or informal and what type of setting to create
• Freedom from interruptions and other discomforts and distractions such as extraneous noise, uncomfortable furniture, extremes of temperature, etc.
• Appropriate access for people with special needs
Effects-beware
Antidote
• Questions planned before interview• All candidates asked the same questions• Answers are scored using a rating system• Questions focus on the attributes and
behaviours needed in the job.
Interviewing-Questions
• Types ?• When to use?• How to use?
Great Questions
• How good are your communication skills• Can you lead a team• Can you adapt to change • How would you rate your analytical skills• Are you a good team player• How do you rate yourself as a project manager• Can you use Excel
Examples of Competency based questions
• Tell me about a time when you have had to change the way you do something
• Can you tell me about a time when you worked well in a team
• Tell me about a plan, policy or strategy that you implemented in your area.
• Describe a situation when you had to gather a large amount of data, to analyse it objectively and to make a decision or recommendation based the results
Technique
S
T
A
R
S.T.A.R.
• Situation• Task• Action• Result
General rules
• The questions should be capable of eliciting information that is relevant to success or failure at work.
• They should not be random or overlapping; rather, they should be comprehensive, grouped in an organised way and clearly distinguishable.
• Similar areas of questioning should be used for all candidates.
• The questions should allow you to compare each candidate with the job/person specification
Organisational Questions• Could you compare the cultures of the organisations where you
have worked before and say how the differences affected your behaviour at work?
• Where were you happiest at work? (followed by) What was it about the place that made you feel like this?
• Why did you decide to join each of the organisations you have worked for?
• What factors will cause you to decide whether or not to leave your current employer?
• How is your effectiveness measured in your present job?• What are the things you have regretted leaving behind at places
where you have worked in the past?
Decision
References
Good always ?
Job requirements
Candidate 1
Candidate 2
Candidate 3
Candidate 4
Qualifications
Interview Score
Personality Score
Benchmarking
What do we take into consideration?• Interview 1st and 2nd- ratings• Testing• Activity-presentation etc.
JDR Process
Selection Process
Vacancy Approved
Pitfalls
Hiring Approval
• Replacement of current role (leaver)• New Role
Process Map - New Role-Manufactoring
Production Mgr
HR Manager
Approving Mgr-(Ops Mgr)
EMT level 1-Finance
EMT level 2 HR
CEO Approval
Process Map – Replacement-Manufactoring
Production Mgr
HR Manager
Approving Mgr-(Ops Mgr)
EMT level 1-Finance
EMT level 2 HR
Vacancy Approved-Kick off
1st Interview Stage
CVCVCVCV CVCVCV CVCV
AgencyMid Wash up-after 1st round of interviews
Testing
Testing- adaptive
Testing- cont.
Linear on the fly (LOFT)
-
Testing
• Paper and Pen• Multiple choice • Commercial reasoning, Fault identification,
verbal ,numeric and error checking
2nd Interview stage
• HR Interview• Hiring
Manager (+1)• Site Tour• Testing
Key factors
Final Wash Up
Offer
Pitfalls
Pitfalls• Job offer at interview• Salary increase after served probation• Incorrect salary offered• Using non approved source of applicants • Note taking= none ?!
Job Role
Production operative
Snr Design Engineer
Planning Administrator
2 months
1 month
3 months
Time
Exit Interview
What is it?Why have it?What do you do after the interview has been conducted ?
Objectives
You are now able to:• Explain the difference between recruitment
and selection• Explain the process of recruitment• Explain the consequences of not following
procedure
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